Choose the next leader of the top role through a real process the board owns, against the role the organization actually needs, so the successor is the organization's choice and not the founder's mirror.
First in Execute the Handoff, led by the board, once the role is defined.
The mechanics of assessing and hiring live in your staffing work; use them here. The authority to appoint the executive is your board's; the board makes this decision.
| Candidate | Fit against the defined role | Strengths | Real concerns |
|---|---|---|---|
A good selection is a board decision, made through a real comparison against the defined role, that the board owns rather than ratifies. A choice that is really just the outgoing leader's hand-picked loyalist has not been selected, it has been inherited, and it carries the founder's dependence forward into the next leader. If choosing well is hard, an executive-search professional is a sensible outside help for the top role. Feeds the Transition and Overlap Plan.
Your answers stay in your browser on this page and are never sent anywhere. Use Save or print to keep your copy.